The Edge for April 2026
To attract and hire top talent in today’s competitive market, employers need to move beyond traditional résumés and rigid job descriptions. That means offering flexible schedules, salary transparency, meaningful work, and opportunities for advancement. We asked N.J. Chamber of Commerce members to share how they’re recruiting and landing the right people in 2026 – and keeping them too. Read the article below.
Candidates today want to feel valued
We’ve had to rethink how we attract talent by truly meeting people where they are, both professionally and personally. We’ve simplified job descriptions to focus less on rigid requirements and more on purpose, growth, and impact. Meanwhile, we offer employees training, tuition assistance, and clear advancement opportunities. And we can tout our self-scheduling app that gives our nurses more control and flexibility in how they work. Candidates today want to feel valued, supported, and able to build a future.
– Deborah Visconi, President and CEO, Bergen New Bridge Medical Center
Get job candidates to imagine a career with you
At PwC, we’re looking beyond resumes. While they still matter, we emphasize curiosity, a willingness to learn, AI fluency, and human skills like critical thinking and communication. Once they are here, we’ve leaned into in-person experiences to help new joiners build connections, learn quickly, and feel part of the team. Time in our offices gives them exposure to colleagues, clients, and the broader business. When candidates see opportunities to build skills through hands-on experience and apprenticeship, they can picture a career where they’ll make an impact.
– Jon Hirschfeld, NJ Office Managing Partner, PwC
Build trust early
We’ve made our interview process stronger so candidates walk away with a clear picture of the job and what it’s really like. From the start, we talk about career growth, team culture, and the impact of the work, along with flexibility and work-life balance. The goal is to build trust early. That’s what helps us attract high-quality talent that fits our mission and values.
– Melissa Toll, Vice President, Human Resources, Delta Dental of New Jersey
We lead with equity, mission, and the promise of skill building
We use AI across the entire hiring process, including AI-drafted job descriptions focused on outcomes over credentials; structured interview guides for every role; and automated candidate summaries so we're evaluating people, not managing notes. We even built our own internal AI-powered tools because nothing on the market worked the way we needed. But the bigger recruiting story is culture. The TechUnited:NJ team works with cutting-edge AI tools every day. For the right people, that's as compelling as compensation. We lead with equity, mission, and the promise of skill building, and that attracts exactly who we want.
– Aaron Price, Founder & CEO, TechUnited:NJ
Ask about accomplishments and leadership skills
To help determine who the top prospects are, I ask candidates two series of questions. The first is: What do you look to accomplish? What are you looking to accomplish in the next year? In the next two years? Secondly, especially for younger candidates, I ask: What have you accomplished so far? What did you do while you were in school? What extracurricular activities outside of school were you involved in? And how did you show leadership qualities there? How have you've been great at interacting with other people and how would you apply those values here?
– Ottaviana De Ruvo, Engagement & Retention Strategist, Withum
Focus on their niche skills that aren’t being handled by AI
A lot of my clients are now focusing on niche and special skills when they look to fill openings. They are writing more targeted job descriptions where they're not listing a lot of different skills, especially entry-level skills that AI might be handling. They're focusing more on people with nuanced knowledge that AI can't touch yet. In addition, they are more willing to give higher initial salary offers to reach for that top candidate rather than risking a bad hire.
– Lindsay A. Dischley, Member, Practice Group Leader, Employment & Labor Law, CSG Law
To find talent, build a pipeline
As a community bank, we do our best work when employees are engaged and have the skills to serve our customers and communities. To build that pipeline, we partner with workforce development organizations and invest in apprenticeships and upskilling. Once employees join us, we keep that investment going with ongoing education, leadership development programs, tuition assistance, and more than 20 employee resource groups that support inclusion. Together, these efforts help create a workplace where people feel valued, respected, and able to grow their careers.
– Shannon Lazare, New Jersey Regional President, M&T Bank
Your employees are your best recruiters
We’re taking a long-term approach to recruiting by building strong talent pipelines, and supporting employees throughout their careers. It starts with community outreach, campus engagement, and involving our employees – who are often our best recruiters – in the hiring process. We also clearly communicate growth opportunities because candidates want to know how they can advance. Our mission-driven work continues to attract experienced professionals looking to make an impact. Just as important, we pay attention to what our employees say and make changes based on their feedback, creating a place where people want to stay and build a career.
– Lisa Johanning, Senior Vice President, Director Talent Management, Fulton Bank
Make it easy to apply, and respond promptly
At Master Search Solutions, our approach to attracting top talent starts with writing a skills-first job description that clearly outlines potential for growth and pay range. We also highlight unique benefits that are important to candidates: flexible work options, mental health support, and continuous learning stipends. Last but not least, we make it easy to apply – and we respond promptly. We don’t want to lose anyone because of an overly complicated process.
– Felice Nussbaum, Senior Recruiter, Master Search Solutions
A competitive salary is still king
If you want to get the top candidates, the salary has to be competitive. There’s a growing emphasis on newer benefits like flexible schedules, wellness programs, and childcare – and they matter. But for job candidates, salary is the top priority. That’s followed by health benefits. When candidates are weighing multiple offers, they closely compare the cost of health benefits from one employer to another. Retirement offerings – 401(k)s, pensions and profit-sharing – also remain a critical part of the decision.
– Nick Malefyt, President, Master Search Solutions
Bring in people who reflect your values
In our areas of specialty – civil engineering, environmental, and surveying – the traditional “hire a resume” model is disappearing. People entering the workforce today want to learn quickly and be part of something they believe in. That fits well with our mentorship culture and how we’re adapting to what matters now – flexible or hybrid schedules, faster growth opportunities, support for certifications, and a positive workplace culture. Our employees are also brand ambassadors, so we’re focused on bringing in people who reflect our values.
– Ohannes Najarian, Director-Marketing & Communications, Najarian Associates
